Leadership development plan

1. Leadership development plan Barbara J. Brown LEAD520PA – Leadership Coaching March 27, 2013 Dr Lisa Haddock Southwestern College Professional Studies

2. Purpose for leadership development • Performance Improvement: • Enrich weak skills and abilities • Engaging leaders in ongoing self-improvement • Developing leaders • Conflict management • Organizational Change: • Improve communication • Build team commitment • Promote leadership • Foster esprit de corps • Cultivate feedback • Adapt to changing external conditions

3. OvERALL workplace VISION • What impact do I want to make for organization? • Increase active leaders • Improve communication • Encourage feedback • Team commitment • Esprit de corps • Manage conflict • What do I want out of my career? • Continuous leadership development • Job advancement • Job satisfaction

4. SELF-ASSESSMENT • Weaknesses • Communication • Critical Thinking • Conflict Resolution • Self Assurance • Strengths • Job/Leadership Experience • Commitment • Discipline • Customer Focus • Effective Judgment • By forcing myself to branch out to a higher degree of self-awareness, I will be able to capitalize on my strengths and develop a plan to improve my weaknesses.

5. Self-assessment • Preferences • Social vs secluded • Professionalism • Integrity • Shared values/ethics • Motivations • Job satisfaction • Task accomplishment • Appreciation • Self-awareness involves a capacity to monitor and control those strong but subliminal biases that all of us harbor and that skew out decision-making • (de Janasz, p.5)

6. Leadership style • Supportive – focused on organizing, supporting and developing the people on the team • Democratic – team involvement helps develop people skills • Participative – include team members in decision-making process and encourage creativity • Transformational – expect the best from everyone on the team

7. CHALLENGES • Workplace • Active leaders • Communication • Feedback • Team commitment • Esprit de corps • Personal • Communication • Feedback • Conflict Resolution • Role in motivation – need to master the challenge • Role as a resource – opportunity for experimentation and practice; exposure to different perspectives

8. METHODS FOR LEARNING • Training • Leadership seminars, college courses, mentorship, coaching • Documentation • Surveys • Continuity books • Attendance lists • Evaluation • Performance appraisals • Customer feedback • Organizational surveys • 360-degree feedback

9. SUPPORT • Personal • Family • Friends • Church • Workplace • Co-workers • Internal leaders • External leaders • Role in motivation – confidence in ability to learn and grow; positive value placed on change • Role as a resource – confirmation and clarification of lessons learned

10. Organizational structure Security Forces Mgr (SFM) Commander (CC) First Sergeant (CCF) Mrs. Barbara Brown Unit Program Coordinator S-4 - Logistics S-5 – Plans S-3 - Operations S-2 - Investigations • Unit Manning Auth/Assign: 219/222 110% • Officer: 3/3 100% • Enlisted: 167/188 107% • Civilian SF: 23/14 60% • Civilian: 17/17 100% • IMA: 6/6 100% Commander’s Support Staff

11. Mission: Provide a safe and secure environment at home and abroad by training, organizing, equipping and developing SF Airmen and Leaders to meet future challenges. Vision: Unparalleled force protection through integrated defense at home and abroad Priority: Establishing a Back to Basics Professional Force Capable of Contributing to Fighting and Winning the Nations Wars throughout the Full Range of Military Operations. 22 SFS/S-1 Sight Picture Jan – March 2013 Focus Areas Priorities S-1 Scope Initiatives • Working • Create Squadron annual awards display • Create electronic leave out-processing procedures • Develop CSS Personnel Database • Update EPR/OPR Job Descriptions • Develop Sq Policies/Procedures OI • Review/update SF OI 10-105, Recall Strength Reporting and Accountability • February CSS Newsletter • Convert paper processes to electronic • Friendly/clean customer service environment • Efficient/effective use of resources • Meet needs/expectation of customers • 100% EPR/decoration on-time turn in • 100% BLSDM data integrity • Concise/easy to use CSS SharePoint Page • Meet all MSG/TMT suspense taskers • Serve as unit liaison to military and civilian personnel offices • Timely dissemination of Wing/Group/Squadron administrative guidance/procedures • 100% personnel accountability • 100% WAPS material distribution • 100% AtHoc registration • Support unit physical fitness plan • Deliver excellent customer service • EPR/decoration submission timeliness • Maintain personnel accountability (leaves/TDYs/ALS/quarters) • Ensure BLSDM data integrity • Assign suspenses in support of commander’s needs • Ensure administrative documents for commander signature are grammatically correct and IAW T&Q • Preserve/protect Personal Information Files (PIFs) • Identify/develop electronic initiatives • Provide CSS SharePoint Site with accurate data for easy retrieval • Ensure members have correct information in AtHoc notification system • Prompt issue of WAPS materials/PDGs • Project EPR suspenses 90-days out • Provide awards/recognition through quarterly squadron Commander’s Calls • Unit Auth/Assn: 219/222 110% • Officer: 3/3 100% • Enlisted: 167/188 107% • Civilian SF: 23/14 60% • Civilian: 17/17 100% • IMA: 6/6 100% March Personnel Actions • EPRs processed 151 • Decorations processed 112 • CRO/duty information updates 88 • TMT suspenses processed 99 • In-processed (PCS/TDY) 67 • Out-processed (PCS/TDY) 32 • Urinalysis notifications 37 • WAPS test dates issued 32 • Administered CSS Survey • Developed 2013 extended tour listing • Renovated EPR bullet bank • Developed electronic CRO worksheet • Developed Feedback Verification sheet • Established Electronic Media Display Completed Customer Service Tools Contact Information DSN 316-743-3534 Commercial: 316-759-3534 22 SFS/CSS 53300 Topeka St, Ste 119 McConnell AFB KS 67221-3712 https://eim.amc.af.mil/org/22sfs/css/default.aspx • CSS SharePoint Site • CSS Newsletters • MPS Contact Listing Air Force Security Forces: Ready – Resilient – Air-minded

12. PLAN OF ACTION:IMPROVING COMMUNICATION/FEEDBACK • Initiate an “anonymous” Unit Climate Assessment to obtain individual feedback on what the squadron members’ thoughts and needs are • Conduct customer satisfaction survey to determine what areas the customers find satisfying and dissatisfying. • Encourage each section leader to conduct an office survey to determine how well they are leading their people and performing services to the customer • Engage with key squadron leaders to obtain buy-in to hold a monthly luncheon where volunteer leaders speak to squadron members on various leadership topics. Use as a leadership training tool. Schedule briefers. • Topics include: Leaders/follower responsibilities, coaching techniques, motivational techniques, conflict resolution

13. COMMUNICATION PROCESSES • Internal • Leadership seminars • Squadron functions • feedback • Written communication • Supervisor feedback • Surveys • Performance appraisals • External • Customer feedback • Suppliers • Spousal feedback • Facebook • Letters • External surveys

14. PLAN OF ACTION:IMPROVING ESPRIT DE CORPS • Conduct an “esprit de corps” survey to find out what events or gatherings squadron personnel would like to attend. What are their hobbies? • Organize a family BBQ and a spouses’ luncheon to provide platform for employees and their families to come together with squadron leadership and employees. Encourage support for families of deployed members. • Conduct a volleyball and softball tournament to be played at the BBQ • Lead participation in a local fun run to encourage fitness and team accomplishment • Plan and organize a childrens party around a holiday (Childrens Christmas Party, Holloween Party, Easter Egg Hunt) to bring parents, children, and co-workers together

15. PLAN OF ACTION:IMPROVING Team COMMITMENT • Clarify organizational roles and responsibilities • Focus on team goals and objectives • Lead by example • Encourage employees to set professional goals • Institute a squadron monthly awards program to reward squadron members who’s performance for the month was above and beyond the call of duty. • Brief squadron on new program at the monthly Commander’s Calls • Encourage group recognition • Revisit goals monthly

16. Conflict resolution • Handle conflict according to the situation using the skills and experiences learned • Do not ignore the conflict or avoid it • Ensure all members understand their roles and responsibilities • Encourage open communication • Listen effectively

17. METHODS FOR CONTINUOUS LEARNING • Training • Leadership seminars, college courses, mentorship, coaching • Documentation • Surveys • Continuity books • Attendance lists • Evaluation • Performance appraisals • Customer feedback • Organizational surveys • 360-degree feedback

18. REFEReNCES (2010). Handbook of leadership development. San Francisco: Jossey-Bass. De Janasz, S. (2012). Interpersonal skills in organizations. New York NY: The McGraw Hill Companies Inc